For the 11th consecutive year, Humana is included on CR Magazine’s 100 Best Corporate Citizens list and is one of only two health insurers to make the list.

Each year, Corporate Responsibility Magazine (CR Magazine) announces a list of 100 companies with standout corporate social responsibility (CSR) performance. Humana is No. 69 on the 2018 Best Corporate Citizens list for its efforts, including health and well-being programs, environmental sustainability and a commitment to ethics and governance.

The ranking recognizes companies for “standout environmental, social and governance performance documenting 260 data points of disclosure and performance measures – harvested from publicly available information in seven categories: environment, climate change, employee relations, human rights, governance, finance, and philanthropy & community support.”

You can see the full list and Humana’s rank on each of these individual components here.

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Bruce BroussardIn a series of LinkedIn Influencer blog posts, Humana President and CEO Bruce Broussard shares insights and ideas about the future of health care and discusses the importance of working together to improve the health-care system as well as our own health and well-being. His latest — Leadership Lessons: Getting Lost Can Be a Good Thing — is reprinted below. To see all of his blog posts, click here.

It’s hard to get lost today. Yet sometimes you need to get lost to find something you didn’t expect. This happened to me a few months ago at New York’s Penn Station.

I was traveling with my family, and we couldn’t find our train. We were lost, running late and stressed. I was fortunate to meet Jermaine Jones from Amtrak, who stopped what he was doing to help. I could tell that Jermaine was someone who could write a book on customer service. Given how my company serves 14 million people, I’m always intrigued when I encounter someone who clearly loves helping people.

I certainly wasn’t aware of Jermaine’s title (I learned later that he is the Amtrak Station Manager for Penn Station), but it was obvious that he led by going above and beyond. I knew he’d be the perfect keynote speaker for my company’s annual Perfect Experience Summit, a gathering of several thousand leaders who are there to discuss how we’re going to deliver the perfect experience for our customers.

An inspirational story – that’s still going on

Jermaine isn’t a professional speaker. He speaks from faith, passion and pain. Jermaine is just someone who loves helping people and is in the middle of his own career journey. But he does have an inspiring story.

In 2009, Jermaine lost his job at DHL after 14 years, along with thousands of others. He didn’t have a backup plan, because he never thought it would happen to him. With a wife and three daughters to support, it was very difficult, personally and financially, for him and his family.

Jermaine was at one of the lowest points of his life. Sitting in his back yard late one night in the rain, he made a promise to God that if he ever managed to change his mindset, he would never think the same way again. Jermaine picked himself up and found out through a friend that Amtrak was hiring. After 25 resume submissions by his wife (Jermaine joked that she wanted him out of the house), and a rejection, he was hired as a baggage handler.

Yet in four short years, mainly due to his new attitude, how his actions reflected it and leaders within Amtrak noticing his talent, Jermaine was promoted to Station Manager of New York Penn Station, easily one of Amtrak’s busiest stations. He has been a Station Manager in New York Penn Station for four years and has been at Amtrak a total of seven years and six months.

Jermaine even managed to start Brothers Making a Difference of New Jersey, an all-volunteer-based “nonprofit organization aimed at enriching the lives of youth academically, culturally and professionally.” He has run it for nearly six years.

Five lessons in leadership – regardless of industry

Jermaine did not disappoint and delivered an inspiring and timeless message to our leaders. Some highlights:

Going the extra mile is never crowded. If you are looking for no traffic, go the extra mile. Given my experience with Jermaine, it’s clear that he goes the extra mile for the customer. As leaders, we should strive to deliver a perfect experience and inspire others to do the same. It’s often the small stuff that turns out to be the big stuff in positively impacting someone’s day.

Don’t let the people change you; you change the people. That’s how you hold yourself accountable. Jermaine has a very outgoing, positive attitude, and when he first started his baggage job, some of his colleagues told him to calm down. Jermaine felt that people sometimes look to contaminate you. He knows that when you’re serving your customers, you need to be true to yourself and set an example that can inspire others. Customers deserve the best you can offer them.

Hold yourself accountable, even when no one is watching. Jermaine told our leaders that he never thought that if he changed his way of thinking, his entire life would change. He chalks this up to accountability. He knew that he could pass the blame to others. Yet when he looked in the mirror, he knew he had to be accountable. It’s always easy to blame others (we’ve all done it), but we owe ourselves more.

Your setbacks can become a setup for your comeback. 2009 was a challenging year for our country’s economy. Yet Jermaine brought up a great point. We all get knocked down. Use it as a way to address your faults so you can succeed the next time. For Jermaine, the toughest job was changing his own mindset.

Treat everyone you meet like they are the CEO. Jermaine said that if you treat everyone you encounter as the CEO, you never have to change your behavior because it becomes a lifestyle. Regardless of where you stand in your organization, leadership is not defined by titles but by actions. Give your employees and customers the best service you can.

Jermaine says character is built when no one is watching. As leaders, we have a responsibility to provide the best service to our customers and the best leadership to inspire our teams. Both deserve nothing less. We must always give our best, especially when no one is watching.

In any career journey, you will have success and failure. It’s important to learn how to stay the course. But don’t forget that getting lost can have its advantages, like it did for me that day in Penn Station.


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Humana’s purpose-driven culture drives engagement at the company, inspiring and aligning the whole organization around a shared vision of lifelong well-being, according to Tim State, Senior Vice President, Associate Health & Well-being.

Tim recently spoke with The Human Capital Institute (HCI) for its Nine-To-Thrive Podcast, which features leading HR practitioners — as well as authors, academics and other thought-leaders — who offer insights on “everything from talent acquisition and analytics to engagement, retention, and development.”

Tim said having a shared vision – like Humana’s Bold Goal – can help employees better connect with their work and brings clarity and energy to their roles. By taking a whole-person approach to well-being, and meeting people where they are on their own health journeys, Humana has created a vibrant social movement aligned with the Bold Goal. Experiences like the upcoming 100 Day Dash fuel that movement.

“Roughly 90 percent of our employees say that Humana’s purpose and our Bold Goal inspires them,” Tim said. “So that’s pretty tremendous in its ability to motivate a sense of optimism among the team and a sense of commitment to what we’re doing. It’s that kind of alignment and inspiration that will show up in the little things that our teammates do every single day on behalf of those that we serve.”

In the podcast, Tim shares his passion for well-being in the workplace and describes how it drives human and organizational performance.

HCI describes the conversation like this: “When your company is packed with purpose, it makes a real difference in the workday, and in employees’ lives after office hours. A purpose-driven organization makes great business decisions, attracts and retains the best people, and provides top service to the customers and communities it serves.”

Listen to the podcast here.

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Bruce BroussardIn a series of LinkedIn Influencer blog posts, Humana President and CEO Bruce Broussard shares insights and ideas about the future of health care and discusses the importance of working together to improve the health-care system as well as our own health and well-being. His latest — How can leaders improve company health? — is reprinted below. To see all of his blog posts, click here.

Great health is hard, and achieving a holistic sense of well-being – with a balanced sense of purpose, health, belonging and security – can be difficult.

But my company is in the business of health, and we think our purpose includes leading by example to inspire positive change. In 2015, we announced our Bold Goal: improve the health of the communities we serve 20 percent by 2020. For our own employees, we set an even more ambitious goal – to meet that mark by the end of 2017.

To measure our progress, we use tools like the U.S. Centers for Disease Control and Prevention (CDC) population-health tool known as Healthy Days, which measures the number of physically and mentally Unhealthy Days a person has in a 30-day-timeframe.

So how are we doing?

By the end of last year, our employees had reduced their number of Unhealthy Days by 18 percent. Over the past five years, they were able to gain 1.8 million more Healthy Days in total, and I could not be more proud of them.

Our employees have fully embraced this journey, becoming deeply engaged and committed to fostering a culture of well-being, for ourselves and for our customers. What we’re learning can be applied to everyone we serve.

How can it help you?

Here are three fundamental principles that have helped us improve our community’s health (inside the company) and bring what we learn to our customers (outside the company):

1. Make it Personal: Help people know where they are in their journey, and meet them there.

Inside: People first need a realistic, accurate sense of their personal well-being in plain, empathetic language. Many of us tend to overestimate how well we are doing when it comes to our health, as long as we can still do the things we care about. People need a personalized starting point, and ways to track progress. Our annual health and well-being assessments help employees objectively see their current state and course, including strengths and specific barriers, and detail how these may compare to the broader population. In terms of health, they learn how specific behaviors in their lifestyle may be helping or hindering progress, and how their biometric results (like BMI, blood pressure, cholesterol and glucose levels) could indicate where to focus.

Empowered with this understanding, employees can then receive personalized guidance on their best next step to start or sustain their journey of better health. As we detailed in our 2018 Bold Goal Progress Report, “despite aging five years, 63 percent of employees reduced or maintained biometric health risks associated with chronic disease, reversing the expected trend.”

Outside: At Humana, we serve more than 3.3 million Medicare Advantage members, the majority of whom are living with multiple chronic conditions. Along with those relationships comes a great amount of data offering deep insights into people’s health. By applying deep analytics, that information is brought to individuals, their physicians, and Humana teammates who can help them improve their mental and physical health. It all starts with an accurate understanding of their health, a starting point, where you can identify gaps and solutions in a highly personalized way.

2. Make it Easy: Keep people engaged through customized and caring interactions.

Inside: No successful health journey is a solo effort. Experiences that deliver tailored help through the influence and support of others make positive changes much easier. In a working-age population, these often should focus on preventing the onset or progression of chronic disease, plus strengthening emotional resilience and other whole-person aspects of health. Our employees can work with a health and well-being coach to develop a plan and learn how to make specific life changes that stick.

Likewise, sitting too much at work is a challenge for all of us. Combined with unhealthy eating habits, the risk of diabetes is something we need to address, especially since nine out of 10 diabetes cases can be prevented with proactive engagement. If you have employees who are at risk for diabetes, reaching them with opportunities for prevention makes good sense. Thousands of our employees have positively responded to customized programs, such as digital and onsite group diabetes prevention programs that also include coaching and caring supports from their peers. Meet your employees where they are with customized programs.

Outside: High-impact interactions can help people slow the progression of chronic diseases. The fundamental opportunity here is the power of prevention and engagement to alter health destinies in people’s lives. Through telephonic or in-person relationships with clinicians, health coaches and other teammates, our members get engaged in clinical programs that make their road to better health easier, even if managing multiple chronic diseases. When our members welcome a nurse into their homes, for example, they are interacting where health happens most.

3. Make it Affordable: People must have access to high-value services that matter.

Inside: Financial concerns are a leading source of stress in many workplace employee surveys across America. Moreover, employees may defer or avoid the care they need to prevent or treat illness if faced with significant financial constraints. We have made a concentrated effort to remove key financial barriers to health. For example, we made a whole suite of preventive medications available at no cost to our employees, treating everything from cardiovascular problems to diabetes. Not only have burdens been eased, but successful adherence to these medicines – so important to condition management – has increased significantly.

Likewise, affordable, preventive services and physician office visits were made available. We leveraged our onsite care facilities and supported visits to primary care physicians, and we continue providing health and well-being coaching and other lifestyle health improvement programs at no cost.

Outside: In our Medicare Advantage membership, affordability is key. Value-based care physicians are reimbursed more, based on the health of the patients they serve, rather than the services they deliver. Everyone wins when better health happens. Likewise, access to preventive services and ongoing primary care is encouraged so that out-of-pocket costs do not become a barrier.

What’s next?

As I said in our Bold Goal Progress Report, “positive change doesn’t happen overnight; it’s the result of strong collaboration, steadfast resolve and innovative thinking.” Results take time. We aim to reach our Bold Goal, and beyond.

We’ve all heard that culture trumps strategy, and it’s true. Though we have a long way to go, our results are made possible by a culture based on inspiring health, thriving together and rethinking our routines.

I would encourage every organization to have a Bold Goal. Be audacious. Take risk. Go beyond the financials.

Your employees – and your customers – will be better for it.

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“A project by health insurer Humana to measure the health of Medicare beneficiaries by asking two simple questions about mental and physical health made progress last year in four of seven cities across the country,” the Forbes story noted. “Humana’s ‘Bold Goal’ initiative uses measures established by the Centers for Disease Control and Prevention to track an individual’s physical and mental ‘unhealthy days’ over a 30-day period.”

The story cited the 2018 Bold Goal Progress Report, which found that “Of our original seven Bold Goal communities, Humana Medicare members in Knoxville, Baton Rouge, New Orleans and San Antonio all had improved Healthy Days as well as improved clinical outcomes. Louisville, Tampa Bay and Broward County, Florida saw increases in unhealthy days, but also experienced slight improvements in clinical outcomes and in Healthy Days in Humana seniors living with conditions such as COPD, diabetes and depression.”

The story also noted that “the effort takes time and involves addressing social determinants of health going into communities with town hall meetings and addressing issues like ‘food insecurity’ or whether residents are isolated with mental illness. In the report, Humana describes social determinants as ‘conditions in the places where people live, learn, work and play (that) affect a wide range of health risks and outcomes.’”

Read the full story here.

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